[DISCLAIMER] The following transcript is being delivered UNEDITED via a streaming service. This transcript has not been proofread. It is a draft transcript, NOT a certified transcript. It may contain computer-generated mistranslations and spelling errors.
Introduction: Be’Anka Ashaolu, Director of Marketing, Propel (BA)
1
00:00:03.389 --> 00:00:11.940
BA: A digital strategy built on an extensible platform enables fast response to disruption supports improve product quality and resolves customer issues faster.
2
00:00:12.360 --> 00:00:15.330
BA: All while simplifying collaboration and decreasing costs.
3
00:00:15.870 --> 00:00:25.380
BA: Up next, September Higham VP of Professional services moderates a panel of market leaders on how it and business leaders can work together to deliver the technology.
4
00:00:25.620 --> 00:00:43.620
BA: And processes needed to be competitors to market and improve customer satisfaction. Please welcome sherry Nance VP of global bio devices R amp D. And so it is Mike Casey VP of global information and technology entail and Michael Polish SVP of healthcare and Life Sciences at Salesforce.
Session Moderated by September Higham, VP of Professional Services, Propel (SH)
Panel:
Mike Casey, Cantel (MC)
Sherrie Nance, Zoetis (SN)
Michael Pawlyzyn, Salesforce (MP)
5
00:00:46.920 --> 00:00:57.720
SH: Welcome and thanks for joining us today. Today we have Michael Pawlyzyn, Sharrie Nance and Mike Casey and we're going to be discussing closed loop solutions on the Salesforce platform.
6
00:00:58.410 --> 00:01:13.860
SH: I'd like to start by talking about the previous session in the previous session. Ray and Bruce and myself, discuss the value of closed loop solutions. So how do you define closed loop solutions in the context of medical device processes.
7
00:01:15.570 --> 00:01:24.180
MC: You know, I can go first. You know, we took a look at, like, lexical management systems or work in the life science world work capital equipment business.
8
00:01:24.600 --> 00:01:34.110
MC: One of the things that we realized is that a lot of complaints that we would manage in terms of the quality system originated as a case in our service environment.
9
00:01:34.680 --> 00:01:44.250
MC: We were already using service max which is on the Salesforce platform and in recognize that that cases can become compliant. So I guess that's an example of that we very
10
00:01:44.580 --> 00:01:53.340
MC: closely follow cases understand how those need to evolve into complaints than of course mantels the quality system, but of course at the same token,
11
00:01:53.730 --> 00:02:00.210
MC: All along the way you're making sure that your understanding is that product performing for the customer as plan so so that's the full circle.
12
00:02:01.800 --> 00:02:02.070
SN: Here.
13
00:02:03.240 --> 00:02:04.680
SN: I think. Give us an example.
14
00:02:05.970 --> 00:02:19.170
SN: Just add on to what you were saying they are from an engineering development standpoint, we create our drawings and our products that integrate straight into our alien drive through the RFP to the CRM.
15
00:02:19.650 --> 00:02:27.420
SN: And those cases or complaints that come back in, provide valuable input to how we engineer and how we test our product.
16
00:02:27.720 --> 00:02:35.820
SN: That we weren't planning those failures similar tests where we're qualifying or products and developing them, then we've got a gap that we need to address.
17
00:02:36.060 --> 00:02:50.640
SN: Because of reliability testing and our organization has to needs to mirror what's happening in the real world. And that's our clothes look at the fact that information. Yeah, it's really about the record of the products for the customer and all those two things interact with each other.
18
00:02:52.020 --> 00:03:00.990
MP: And the other thing to add to that is the context to the scope of closing societies are on quiet actually ever expanding so may have seen the announcement that
19
00:03:01.800 --> 00:03:06.930
MP: Salesforce in service max made on September 1 about our joint partnership and that's really extending
20
00:03:07.530 --> 00:03:18.720
MP: The, you know, the scope of what's happening with complaints and service issues out in the market. Our customers are driving us to extend the breath of actually delivering a closed loop system that spans multiple vendors and multiple technology.
21
00:03:19.020 --> 00:03:27.750
MP: So it's all about data interoperability, whether it's a quality issue whether it's a customer complaint, whatnot, bringing those things together so that all stakeholders.
22
00:03:28.020 --> 00:03:35.490
MP: Regardless of where information starts to where it ends from or a complaint or an issue. Everybody has visibility into that. So it's really providing
23
00:03:36.090 --> 00:03:39.480
MP: Interoperability across technology systems to support processes.
24
00:03:39.930 --> 00:03:51.060
MC: Yeah and you know we really applaud that. Because we look at the value of the applications themselves, but we've got a lot of dialogue with Salesforce of Obamacare about the platform in order to deliver us as well as across all those applications.
25
00:03:52.260 --> 00:04:03.480
SN: Their parents, they, they just paid me as a really critical thing. So that was the climate change those for making engineering changes and we don't ever purchase something that's interchange
26
00:04:03.750 --> 00:04:18.450
SN: Or conversely, if there's product problems with a product or a component. It feeds back to engineering and not to design that into the next product line so that transparency and being the one source of truth are really critical aspects coming
27
00:04:20.550 --> 00:04:30.870
SH: So think about a month ago when a global organization organization would have dozens of on premise solutions and many of them were silos of information and
28
00:04:31.620 --> 00:04:45.390
SH: People didn't necessarily have access to every solution in the company and then contrast this to modern cloud solution like Salesforce. How to Salesforce help and developing closed loop solutions in your industries.
29
00:04:47.820 --> 00:05:00.390
MP: I can speak from the Salesforce perspective, just in general, I think the, the objective is to provide consistency and provide the opportunity to stitch things together and then move forward with development of
30
00:05:01.290 --> 00:05:09.630
MP: Solutions that tie various elements of processor, the flow together with consistency. So you're not starting from scratch with every day and
31
00:05:09.990 --> 00:05:14.760
MP: If you look back, back in interoperability, or a single source of truth.
32
00:05:15.270 --> 00:05:23.580
MP: The scope of that has changed quite a bit 20 years ago, whatever it is contained within an MLM or Dr. P. And that was it appeal on something completely disconnected with
33
00:05:24.180 --> 00:05:33.120
MP: Huge efforts to go pull context or data together and then Q AMP s on top of that. So I think really having a consistent platform that allows all stakeholders.
34
00:05:33.570 --> 00:05:41.700
MP: To utilize the same context as they develop what applications is a good up on solutions when these fish these things together allows for speed. It takes the
35
00:05:41.970 --> 00:05:50.280
MP: Mundane of having to start or the non value add of having to start from scratch every single time out of the equation. And it allows for scale and acceleration
36
00:05:51.180 --> 00:05:55.230
MC: Yeah, you know, we looked at it really from a perspective of. First of all, it's
37
00:05:55.620 --> 00:06:04.470
MC: A little light geeky, so forgive me, but they're really enterprise architecture and strategy and life science companies have key processes that you have to support
38
00:06:04.800 --> 00:06:10.560
MC: And then you have to understand what are the right systems that support that. Then you go into a modular strategy which says
39
00:06:10.950 --> 00:06:20.850
MC: If you can put up your product lifecycle and your customer relationship systems that are are tightly aligned but separate from your, your pa, it gives you more, more.
40
00:06:21.390 --> 00:06:30.480
MC: More choices, frankly, and as equipment inquisitive company. You may not consolidate all those earpiece at the rate that you want to, but you still have to have your
41
00:06:30.750 --> 00:06:45.090
MC: Product development side interact the year pH areas, talking about certainly want them to ear interact with your CRM. So what Salesforce does is it gives you a cloud to cloud integration which which gives you that modular capability that we're talking about.
42
00:06:46.890 --> 00:06:54.870
SN: And yeah, and then just having a unified workflow across the system is just invaluable.
43
00:06:55.530 --> 00:07:02.190
SN: You know, you reduce the errors just by bringing in a system and bringing in multiple systems, you reduce errors, but in
44
00:07:02.490 --> 00:07:10.770
SN: Some ways you can cause more errors, having multiple systems that are not tied and integrated properly and with a comprehensive workflow across them all.
45
00:07:11.490 --> 00:07:17.070
MP: Right, I just thought I would add in September is as a midsize girl company, you never have enough people
46
00:07:17.430 --> 00:07:25.020
MP: So you want to focus those cable on the things that matter the most. And you want to have, but you still want the technologies available that may be larger companies might have
47
00:07:25.440 --> 00:07:35.940
MP: So when you when you evolve on things like cloud solutions. There's things that you don't have to manage and there's technologies that are available that any company can have. And that's a huge advantage to us.
48
00:07:37.440 --> 00:07:39.840
SH: So Sharie. You mentioned the unified workflow.
49
00:07:41.070 --> 00:07:52.710
SH: To to contain the unified record levels, an awful lot of organizational change management and getting people to agree on what the process should actually be to have some experience, you'd like to share some insight on
50
00:07:53.070 --> 00:07:57.300
SH: How you can manage within an organization getting everybody on the same page.
51
00:07:58.350 --> 00:08:04.680
SN: Well, you know, it's a matter of getting the sponsorship at the top and the key stakeholders in the room.
52
00:08:06.240 --> 00:08:12.720
SN: outlining a workflow of how that data should move that protects us all with all our interests in the end.
53
00:08:13.770 --> 00:08:14.190
SH: Great
54
00:08:15.480 --> 00:08:26.280
SH: And earlier this morning we announced the launch of propel for medical device. And that has three components to it. One is electronic and step instructions for use, which we call
55
00:08:26.640 --> 00:08:33.480
SH: A if you we have global product registration and digital FDA reporting to get to our existing huge mess.
56
00:08:33.810 --> 00:08:45.990
SH: So all three of these capabilities rely on data and information exchange between heal MSP LM field services and CRM so can tell is one of our launch partners for
57
00:08:46.440 --> 00:08:56.610
SH: He if you so Mike Casey, what is he. If you and why did you choose this product to deliver it so instructions for us thinking was like Crap manuals.
58
00:08:57.120 --> 00:09:04.050
MC: And then the European Union required that those are presented to the general European public through a website.
59
00:09:04.470 --> 00:09:15.690
MC: So we kind of worked our way backwards and say, Okay, what's the best way to do that. Well, a lot of the solutions today is as you take, you know, so if you think about instruction for us as a regulated document.
60
00:09:16.170 --> 00:09:26.580
MC: And we need to make sure that we present the right thing on demand. So, you know, a lot of lot of solutions are replicate that information to a website hope its current and then produced it.
61
00:09:26.970 --> 00:09:34.620
MC: We looked at it and said, well, this is sitting on the Salesforce platform these things called Salesforce communities that that could really facilitate that capability.
62
00:09:35.250 --> 00:09:48.150
MC: So we approached propel and said, You know what, this would be a better way to do this. Let's, let's use communities as the website and then really use the content capability and revision control from propel and that's the journey that we're on right now.
63
00:09:49.440 --> 00:09:49.920
MC: By default,
64
00:09:51.870 --> 00:09:58.140
SH: So, so, as you can tell, have grown through a combination of organic growth and also acquisitions.
65
00:09:58.920 --> 00:10:11.610
SH: So, what, what challenges and opportunities does this create from a business perspective, for example, change management and how did you solve them. So thinking about acquisitions in particular and rapid growth.
66
00:10:13.140 --> 00:10:21.450
MC: Well, so first of all, a lot of things to share, you talked about it's, you know, to really drive the changes is to understand what you're trying to accomplish and you really have to start from
67
00:10:21.750 --> 00:10:31.500
MC: From the leadership level about what is that vision look like what does, what does a fully digital clock lifecycle management system do for you as a company
68
00:10:32.130 --> 00:10:39.540
MC: Once you have that that understanding that that operating understanding what is your approach in emanates that perspective.
69
00:10:39.900 --> 00:10:45.720
MC: You can now start to shape that acquisition terms of how to take all that important intellectual property that you're buying
70
00:10:46.110 --> 00:10:55.080
MC: And move it into an environment that more people can utilize and when people start to understand that vision. Then they understood start to understand the value that comes with it so
71
00:10:55.410 --> 00:11:08.580
MC: That's the process that we're on a lot of what we're doing right now, frankly, is really not tying what we've acquired historically into that space that we can take better advantage of it. But certainly positions us for Windows for future acquisitions as well.
72
00:11:09.810 --> 00:11:15.060
SN: Yeah, and I'm going to pick up on what your, your last name and their ties into a point that I wanted to make around
73
00:11:15.690 --> 00:11:22.050
SN: Future acquisitions and how you look at them. Typically when you're looking at acquiring something you're looking at IP.
74
00:11:22.980 --> 00:11:33.720
SN: And if you're looking at it very superficially, you're looking at patents and and trade secrets and things like that. But if you have those things in your hand and go to build a product, you can't do it.
75
00:11:34.890 --> 00:11:43.260
SN: absolutely can. So your real IP on how to do something is tied up into those parts and the item masters and the bombs.
76
00:11:43.500 --> 00:11:54.120
SN: And the work instructions and all that documentation that pulls together to tell the whole story and tell you how to reproduce this over and over again is that this is where
77
00:11:54.720 --> 00:12:06.990
SN: Those data systems really come into play when you go to do acquisitions and you know you need to look at all those details, it opens up a whole different way to look at the value of the acquisition
78
00:12:07.380 --> 00:12:12.540
SN: And what work, you're going to have to do to translate that into a product is reproducible and reliable.
79
00:12:14.670 --> 00:12:24.870
MC: It really comes along, even with your design engineers as well. So typically through those acquisitions are located in different places, of course, Nicole bit error everyone's located in different places, anyway.
80
00:12:25.590 --> 00:12:30.660
MC: But typically, they have a specific expertise that you want to tie with other design engineers.
81
00:12:30.990 --> 00:12:41.370
MC: So if you can establish that that digital environment that they can they can produce, they can collaborate. It can see what each other's doing certainly you're going to end up with a better product you progress shorten your cycle time as well.
82
00:12:42.450 --> 00:12:45.960
SN: Yeah, and we did we do that we tie engineers across the globe.
83
00:12:46.440 --> 00:12:53.040
SN: Working on the same product lines with different expertise, it's needed, because you don't need that so many have certain skill sets.
84
00:12:53.280 --> 00:12:59.760
SN: That you want to tie those into multiple different projects. So this allows that collaboration space and the seamless.
85
00:13:00.180 --> 00:13:10.170
SN: transfer of information of where we're at and design and who's responsible and is touched any changes that may be made in your design as you progress.
86
00:13:10.890 --> 00:13:15.720
MC: You know the other elements of that every once while mergers and acquisitions also includes divestitures
87
00:13:16.110 --> 00:13:26.070
MC: And when you have all that information organized both the the due diligence cycle that you go through and then the final of the best returns but divestiture itself also goes much similar. They
88
00:13:27.510 --> 00:13:31.530
SN: Are in the same thing occurs when you're looking at changing the
89
00:13:32.130 --> 00:13:43.590
SN: The contract manufacturer. If you want me to product out in the house to external or one contract manufacturer to another. When you have that organized and that that faction. It's easy to do.
90
00:13:44.010 --> 00:13:56.640
MC: Yeah, that's a great point. And when we looked at instructions for use the earlier examples we see other applications that we've see applications relative to if there's a need for the label to the contract manufacturer
91
00:13:57.000 --> 00:14:05.580
MC: If there's the need to provision the supplier document, you know, those kinds of things are basically the same types of approaches that we are using the electronic I've used as well.
92
00:14:07.050 --> 00:14:10.800
MP: And they're all men here that that I think there's a benefit that sometimes gets underplayed is
93
00:14:11.400 --> 00:14:18.990
MP: The outputs of the reporting that ends up happening internally enough and the timeliness, by which you have access to information versus having to consolidate throw things in a
94
00:14:19.320 --> 00:14:29.040
MP: Data Lake or some other you know warehouse format and start pulling things incrementally you proactively are able to do things with automation, you're able to proactively set triggers and targets.
95
00:14:29.400 --> 00:14:37.230
MP: And alerts, if you if you had an issue with the threshold that's predetermine versus having to do everything kind of reactivity. So that's the other benefit of having this on platform.
96
00:14:38.610 --> 00:14:45.240
SH: Love to hear some examples of the kinds of reports and analytics that you might want to pull or maybe installation.
97
00:14:46.800 --> 00:14:53.220
MC: Well, the first one that we always get asked about is, is your change order cycle time, you know, it's and so
98
00:14:54.060 --> 00:15:03.780
MC: We're starting to go down that journey. I mean, a lot of like I was just getting off of a call or some engineers didn't want to put stuff in the quality systems. They're afraid that won't come back out. Well, you
99
00:15:04.140 --> 00:15:19.560
MC: You got to give some assurances that that there's transparency to where the block chains are where the, where the slowness is and how you can reinforce that. So, by, by having the visibility, who are routed to what was the time that they had it. And what's the expected outcome is an example.
100
00:15:21.120 --> 00:15:27.930
SN: In the priority of those engineering change, right, because if I see things taking longer have low priority.
101
00:15:28.320 --> 00:15:37.590
SN: That's okay. But if I see my hyper articulate flagging much longer than my medium or low, then there's there's something wrong in the system that we need to get figure out what stop.
102
00:15:38.340 --> 00:15:44.280
MC: Yeah, one of the things that we're actually working with right now with one of our design products is can you start to calculate
103
00:15:44.640 --> 00:15:56.940
MC: The cost of making that product before you put an earpiece. So by the fact that you building up the bills and you can build up some estimate costs, you can actually also roll up that cause to see when your total manufacturing parts in a costume.
104
00:15:59.250 --> 00:16:07.290
SH: So change order cycle time is the most frequently cited an analytic that people want to get out of pls. So let me just ask a general question.
105
00:16:08.340 --> 00:16:14.700
SH: Why is it so important that change order cycle time is reduced 20 the business implications ever long cycle time
106
00:16:16.740 --> 00:16:24.600
MC: Well, when we do a business case on investment you you know what you're really trying to drive to as you think about what the market potential that product is
107
00:16:25.050 --> 00:16:35.880
MC: And for every month that it doesn't hit market on a prescribed data is a month of revenue that you didn't acquire so whatever the value of that product is on a monthly revenue basis is how we look at cycle time
108
00:16:36.750 --> 00:16:44.970
SN: And then there's also opportunity last line for me. Moving on to my next product or my next issues that I need to resolve.
109
00:16:47.100 --> 00:16:53.070
SH: And when historically. Do you think that biggest bottlenecks to living changes through the process are
110
00:16:55.890 --> 00:17:05.340
SH: For example, on a paper based system. Often the bottleneck was strictly administrative. It was just difficult to get the paper from place to place and get signed but in an electronic system.
111
00:17:05.820 --> 00:17:11.040
SH: That's no longer the bottlenecks away some typical bottlenecks that would increase your change cycle time
112
00:17:12.870 --> 00:17:23.340
SH: Well, I think that speaks to the importance of a platform or integration because even though their electronic bottom, you know, so they still may be bottlenecks, if they're disconnected systems and there's not an end in a bit. There's an inability
113
00:17:24.090 --> 00:17:30.270
MP: For information of flow. So not having things aligned from a workflow perspective that spans.
114
00:17:30.630 --> 00:17:36.450
MP: Systems or processes isn't enough in and of itself also potentially a bottleneck area which slows
115
00:17:36.720 --> 00:17:43.800
MP: Things cost money. Missed opportunity, etc. And your margins get reduced to growth gets impeded your ability to get product out to market that's
116
00:17:44.250 --> 00:17:48.780
MP: Quality that's not going to have issues that need to be service after the fact is, after the fact is incredibly expensive.
117
00:17:49.200 --> 00:17:55.770
MP: Um, it is really something that's that's paramount to to the girls in the profitability of these med device organizations.
118
00:17:56.220 --> 00:18:01.860
MC: Yeah, I was looking to share this. Yes. Good answer that question before me. So let me give it a shot. There she can really add doing
119
00:18:02.130 --> 00:18:07.800
MC: So there's a couple things with it later. I always tell people I can make your process go really fast. So make sure they're good.
120
00:18:08.340 --> 00:18:17.250
MC: Because of bad process can go really fast to the second thing I always tell my own team is that people process technology and data all have to move and change together.
121
00:18:17.550 --> 00:18:30.150
MC: Or else the changes is deffective. So what this really what that really says is that by really can take a look and say, Okay, we're looking at sales cycle time. That's a high level metric that can lead you down into a lot of other factors.
122
00:18:30.540 --> 00:18:39.780
MC: That can lead into things like, Do we have the right people approving into having too many people were pulling it. Do we understand what our product cycles actually look like. We know what revision level we're into
123
00:18:40.140 --> 00:18:47.850
MC: So it really does is it starts to show you, especially in a midsize growth company where processes are less mature that need become more mature.
124
00:18:48.570 --> 00:19:01.080
MC: Where are people in the organization that need to mature in that process. So what it really does is tell you where you have a where you can possibly influence that cycles to get to a better outcome.
125
00:19:02.520 --> 00:19:07.650
SN: You know, I think it does highlight. We are where their weaknesses and gaps.
126
00:19:09.420 --> 00:19:14.430
SN: Of people understanding the role and responsibility and what their options are now.
127
00:19:15.090 --> 00:19:23.880
SN: Totally integrated workflow can certainly limit your options and help you with those decisions. But if you don't understand the basis of those decisions.
128
00:19:24.240 --> 00:19:35.670
SN: Then you don't know where to step next in that will find often what along the line in the approvals is stuck, not knowing how to make the next decision without the appropriate workflow interaction.
129
00:19:36.390 --> 00:19:48.150
SN: Or how to do that. Somewhere along the line. Yeah. The other thing that we've seen. And we talked a lot about it relates to the development cycle. But as you're starting to move that into your production operation.
130
00:19:48.570 --> 00:19:58.530
MC: You know, there's a handoff that says, you know, engineers, want to give less involved in the supply chain functions, the supply chain functions. Don't want to be involved because it hasn't evolved or not.
131
00:19:58.950 --> 00:20:08.040
MC: And what we're trying to really do is use use propels appeal. And this is really that bridge between the development cycle and then going into your manufacturing cycle.
132
00:20:08.700 --> 00:20:11.850
SN: You know, and that's exactly what I'm talking about a break down the one other
133
00:20:12.210 --> 00:20:17.550
SN: Thing in my mind is that we decided we need to make a change. And there's some material that needs to be scrapped.
134
00:20:17.790 --> 00:20:29.820
SN: But when it arrives on the other side of the fence of operations manufacturing, how do we go about that if we don't have a robust decision making process and empowerment that allows that to happen and completing close out the
135
00:20:31.020 --> 00:20:35.640
MC: You know that's an important topic because you've got what was the cost of the development of the product.
136
00:20:35.730 --> 00:20:47.040
MC: That that's a cost the projects. And then what is the true inventory costs when you start to make it. If you don't, if you don't go through that that discernment that shares talking about you won't have an understanding
137
00:20:49.230 --> 00:21:02.220
SH: So we talk a lot and PLM me about design to manufacturing, but being on the Salesforce platform gives us an opportunity to touch the customer as well because I trust Salesforce is a CRM system.
138
00:21:02.610 --> 00:21:11.490
SH: So when we're thinking about Closed-loop processes. What are some examples of one of these processes actually having interaction with the customer record as well.
139
00:21:14.730 --> 00:21:22.890
MC: Well, we started with deployment of Salesforce so that we, you know, we had her definition, the account record of the contact records were defined
140
00:21:23.310 --> 00:21:28.950
MC: We added service, Max. On top of that, then we understood what products are placed into that customer
141
00:21:29.400 --> 00:21:35.970
MC: And of course, with the evolution of propel you have no better informational about what that product is actually made up of
142
00:21:36.390 --> 00:21:44.370
MC: So you can think about how the fact that it's all tied to a customer record you understand with product installation basis we understand the cases against it.
143
00:21:44.820 --> 00:21:49.920
MC: And we understand how you can feed that into the design changes that need to go back in the product.
144
00:21:50.220 --> 00:22:04.500
MC: And then the replacement back to the customer. So, so did extensive which that's that can be utilized in terms of analyzing what's important to us for what's going to sell the customer. What's a better product that you can start to imagine how that's advantageous
145
00:22:06.990 --> 00:22:23.520
SH: So Michael Pawlyzyn you we spoke earlier when we were talking about closed loop processes you had some interesting thoughts on his closed-loop really the right term, when are we really even asking the right question as inputs are coming from so many disparate sources.
146
00:22:24.630 --> 00:22:32.010
MP: It's really that last part, not to be esoteric, but it's because you have inputs that are a coming from lots of different places, but be
147
00:22:32.520 --> 00:22:44.340
MP: have yet to be for seeing what other inputs may be coming, I think, calling it a closed loop versus necessarily focusing on interoperability and the ability to continue to change all the elements of inputs that may
148
00:22:45.390 --> 00:22:54.660
MP: may impact the quality cycle or maybe an output that needs to be impacted. We're talking a little bit early, but digital reporting or change or cycle time or global product registries.
149
00:22:55.140 --> 00:23:05.550
MP: You look at requirements from different geographies governments countries and even industries from a regulatory perspective that's constantly changing. So you never know. You never know what that next sources. So I think
150
00:23:05.880 --> 00:23:14.310
MP: Maybe open loop systems, not in the traditional sense as they've been defined by industry, but thinking about a little bit differently that this is going to be a constant shuffle of
151
00:23:15.150 --> 00:23:21.750
MP: inputs and outputs in this process that may be closed loop is not necessarily the right terminology for it.
152
00:23:22.050 --> 00:23:31.920
MP: So I think it's always going to change is always going to expand this there's there's going to be need to continue to interoperate with other systems and have that single source of truth that's informed by many, many different inputs.
153
00:23:33.570 --> 00:23:47.640
MC: Yeah, and there is a, you know, there's the. That's exactly right. And, but one of the things that we're really seeking knows those things have to sit in the Salesforce environment so salesforce.com service max and propel for us.
154
00:23:47.970 --> 00:23:57.630
MC: You know we do look from a closed loop perspective, saying things like Einstein from an analytics perspective or things like tablo from from a reporting perspective, can, can we
155
00:23:58.080 --> 00:24:10.140
MC: Get to our, our system time to market faster by the fact that that that that Salesforce in their partners have utilize those tools in a way that we don't have to do as much configuration developed to make them useful.
156
00:24:10.680 --> 00:24:16.920
MC: There there's where an example. It's a different view of close look at the same concept that we hope to get advantage from
157
00:24:19.980 --> 00:24:21.480
SH: Just a couple more minutes. Um,
158
00:24:22.620 --> 00:24:34.380
SH: I would love to hear some advice that you as industry leaders have for others and implementing a complex system in a regulatory environment. And so, any advice you have to share with us.
159
00:24:38.820 --> 00:24:39.750
SN: I would say
160
00:24:41.910 --> 00:24:50.070
SN: You would think, at times, that it would be easier because these systems, give us all this information or fingertips and the source of truth.
161
00:24:50.400 --> 00:25:04.350
SN: But when you're taking a company that's done in one way for a long time, or multiple companies when you've merger. You've got the mergers and acquisitions. Sometimes it's harder than you think, to get people to adopt. So really, really explaining
162
00:25:05.280 --> 00:25:14.430
SN: For the vulnerabilities are and then older systems compared to what something like PLM brings to the equation.
163
00:25:15.480 --> 00:25:28.620
SN: When you're under the stress of an audit or a regulatory finding or even doing submissions just, it's not even comparable. So I think really highlighting the vulnerabilities of older systems and pass alt
164
00:25:29.220 --> 00:25:41.430
SN: Is where the the benefit and put your hand make progress.
MC: Yeah, that's right, yeah. The other thing is, is add on from Sherry's point. There are a lot of people like me that have been lifetime industry for quite some time.
165
00:25:42.000 --> 00:25:47.580
MC: And we have a tendency to apply the same model to the to the to the company that you're currently at
166
00:25:47.910 --> 00:25:54.060
MC: But we certainly see is that it's not just about the device. It's about the services that you bring up a device that matter, it's about
167
00:25:54.330 --> 00:26:09.060
MC: How can you leverage technology in ways that are, are you can bring the product market at the right price the right time, but also at the right level service to the customer. So I think that we need to think about how does technology influence the industry in a variety of different was
168
00:26:10.440 --> 00:26:12.840
MP: A wrap that up with you know that there's the
169
00:26:13.320 --> 00:26:23.520
MP: Things that I can share it highlighted, but it's also also comes down to being incredibly important in this virtual environment, these times when people forget the context of the macro. What is the objective that's being pursued.
170
00:26:23.970 --> 00:26:30.390
MP: And continuously reiterating that we've seen a significant drop off in in customers. I happen to cover for
171
00:26:30.720 --> 00:26:38.940
MP: Industries and healthcare life sciences face, but we've seen a significant drop off and context and communications, if you will. And so, you know, my
172
00:26:39.600 --> 00:26:48.780
MP: My advice and guidance is to make certain whether it's at a departmental level or the geography level, a lot of business level or even at a corporate level are all over communicating why we're doing
173
00:26:49.020 --> 00:26:53.880
MP: What we're doing, why it's important. The impact of it going well converse with the impact of things not going well.
174
00:26:54.240 --> 00:27:01.110
MP: And having that constant affirmation as to this is the work that you're doing, it's incredibly important and meaningful. Here's the alignment to
175
00:27:01.440 --> 00:27:08.670
MP: What is impacted upstream downstream and continuously reinforcing the journey because it's easy when everybody's virtual to
176
00:27:09.030 --> 00:27:16.920
MP: Hop on a call for half hour, then you drop off and you forget about everything else that's happening because the dogs barking as mine, happens to be or the kids are on a zoom call and
177
00:27:17.280 --> 00:27:20.820
MP: Whatever the case might, whatever the case might happen to be your circumstance.
178
00:27:21.300 --> 00:27:31.590
MP: That alignment continues to get lost. So we see some organizations that are doing a really good job of continuously bringing their teams together and then some that quite honestly I think could probably stand
179
00:27:32.070 --> 00:27:38.010
MP: To benefit by being more purposeful in the linking internal as to this is why we're doing what we're doing and that's
180
00:27:40.170 --> 00:27:47.760
SH: Wonderful. Well, thank you everybody for joining us today. I appreciate your insights and I appreciate your time spent with us today. Thank you.
We’ve received your contact request. A member of our team will be reaching out shortly to set up a time to talk via email.
